An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region
- Authors: Angloher, Sanette
- Date: 2010
- Subjects: Leadership , Organizational change
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9341 , http://hdl.handle.net/10948/1261 , Leadership , Organizational change
- Description: Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.
- Full Text:
- Date Issued: 2010
- Authors: Angloher, Sanette
- Date: 2010
- Subjects: Leadership , Organizational change
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9341 , http://hdl.handle.net/10948/1261 , Leadership , Organizational change
- Description: Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.
- Full Text:
- Date Issued: 2010
Analysis processes as antecedents for decision-making related to growth strategies of South African Game Ranchers
- Authors: Van Eyk, Marlé
- Date: 2010
- Subjects: Tourism -- Marketing , Game farms -- South Africa
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9356 , http://hdl.handle.net/10948/1546 , Tourism -- Marketing , Game farms -- South Africa
- Description: Game ranching offers an economic alternative to conventional stock farming and is a means of supplementing income derived from agricultural activities. Competition is intensifying as ranchers continuously look for ways to improve and expand their businesses and gain a competitive advantage. Ranchers consequently have to find strategies that can ensure growth. Since a reciprocal relationship and dependency exists between a game ranch and the environment in which it operates, it is essential that ranchers take cognizance of aspects in the marketing environment that can either limit, and hence encumber the choice of growth strategy, or stimulate the growth potential of game ranches. As the objective of marketing is to offer customers superior value, it is pertinent for ranchers to know and understand the needs, requirements and motivations of visitors. Failure to do so will cause visitors to patronise other game ranches, or alternative tourism offerings that meet their expectations. A literature review was conducted to define strategy and assist in identifying growth strategies available to a game ranch. The literature review assisted in categorising elements in the external, internal and customer analysis phases of strategic marketing management. Surveys were conducted by means of self-completion questionnaires which were distributed throughout South Africa. Two sets of questionnaires were distributed - one to respondents with prior experience of a game ranch, and one to respondents with no-prior experience. A qualifying question directed the fieldworker to decide which questionnaire should be completed by the respondent. The surveys were constructed in such a way as to determine to what extent various factors would persuade respondents to visit a ranch or extend their stay. Based on a factor analysis, an eight factor structure emerged which represented the personal values of respondents and their levels of expectation for each of the factors. The eight factors were stimulation, universalism, tradition, security, hedonism, power, socialisation, and self-direction. The study revealed the following. - The majority of respondents with no-prior experience of a game ranch is either unaware of the offerings of game ranches, or perceives them as too expensive. - The sustainable use of natural resources is not only essential for the existence of a game ranch, but is also an important motivator for respondents to either visit a game ranch or extend their stay at a ranch. - Staff play a critical role in the overall experience of visitors and act as an important motivator to either visit/revisit a game ranch or extend their stay at the ranch. - Clean and comfortable overnight facilities are deemed important by all respondents. - Respondents have a strong desire to relax and spend time with family and friends. A decision-making framework from which game ranches can select applicable growth strategies resulted from the study. The decision-making framework comprises a three-phase process; phase 1 is the identification of a game ranch's target market; phase 2 is the use of a simplistic framework to determine a possible growth strategy for a game ranch; phase 3 is the identification of ways to implement the selected strategy. As the game ranch industry makes significant contributions to the economic, social and ecological welfare of South Africa, this study added to the body of knowledge of game ranching in South Africa, particularly with regard to the growth options available to game ranches. Recommendations for consideration of future research included the following. - As the current study investigated hunting and tourism, future research on growth strategies for game ranches could also include other aspects of game ranching such as the sale of live game and game products. - More focused empirical research into external and internal strategic analysis should be considered to supplement the empirical research into customer analysis resulting from the current study. - Finally, additional information obtained on the external and internal strategic analysis process could lead to expanding the decision-making framework developed in this study into a more holistic tool to be used in selecting a growth strategy, or combination of strategies for a game ranch3.
- Full Text:
- Date Issued: 2010
- Authors: Van Eyk, Marlé
- Date: 2010
- Subjects: Tourism -- Marketing , Game farms -- South Africa
- Language: English
- Type: Thesis , Doctoral , DTech
- Identifier: vital:9356 , http://hdl.handle.net/10948/1546 , Tourism -- Marketing , Game farms -- South Africa
- Description: Game ranching offers an economic alternative to conventional stock farming and is a means of supplementing income derived from agricultural activities. Competition is intensifying as ranchers continuously look for ways to improve and expand their businesses and gain a competitive advantage. Ranchers consequently have to find strategies that can ensure growth. Since a reciprocal relationship and dependency exists between a game ranch and the environment in which it operates, it is essential that ranchers take cognizance of aspects in the marketing environment that can either limit, and hence encumber the choice of growth strategy, or stimulate the growth potential of game ranches. As the objective of marketing is to offer customers superior value, it is pertinent for ranchers to know and understand the needs, requirements and motivations of visitors. Failure to do so will cause visitors to patronise other game ranches, or alternative tourism offerings that meet their expectations. A literature review was conducted to define strategy and assist in identifying growth strategies available to a game ranch. The literature review assisted in categorising elements in the external, internal and customer analysis phases of strategic marketing management. Surveys were conducted by means of self-completion questionnaires which were distributed throughout South Africa. Two sets of questionnaires were distributed - one to respondents with prior experience of a game ranch, and one to respondents with no-prior experience. A qualifying question directed the fieldworker to decide which questionnaire should be completed by the respondent. The surveys were constructed in such a way as to determine to what extent various factors would persuade respondents to visit a ranch or extend their stay. Based on a factor analysis, an eight factor structure emerged which represented the personal values of respondents and their levels of expectation for each of the factors. The eight factors were stimulation, universalism, tradition, security, hedonism, power, socialisation, and self-direction. The study revealed the following. - The majority of respondents with no-prior experience of a game ranch is either unaware of the offerings of game ranches, or perceives them as too expensive. - The sustainable use of natural resources is not only essential for the existence of a game ranch, but is also an important motivator for respondents to either visit a game ranch or extend their stay at a ranch. - Staff play a critical role in the overall experience of visitors and act as an important motivator to either visit/revisit a game ranch or extend their stay at the ranch. - Clean and comfortable overnight facilities are deemed important by all respondents. - Respondents have a strong desire to relax and spend time with family and friends. A decision-making framework from which game ranches can select applicable growth strategies resulted from the study. The decision-making framework comprises a three-phase process; phase 1 is the identification of a game ranch's target market; phase 2 is the use of a simplistic framework to determine a possible growth strategy for a game ranch; phase 3 is the identification of ways to implement the selected strategy. As the game ranch industry makes significant contributions to the economic, social and ecological welfare of South Africa, this study added to the body of knowledge of game ranching in South Africa, particularly with regard to the growth options available to game ranches. Recommendations for consideration of future research included the following. - As the current study investigated hunting and tourism, future research on growth strategies for game ranches could also include other aspects of game ranching such as the sale of live game and game products. - More focused empirical research into external and internal strategic analysis should be considered to supplement the empirical research into customer analysis resulting from the current study. - Finally, additional information obtained on the external and internal strategic analysis process could lead to expanding the decision-making framework developed in this study into a more holistic tool to be used in selecting a growth strategy, or combination of strategies for a game ranch3.
- Full Text:
- Date Issued: 2010
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